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Table of Contents
Preface
Visit Our Website
About this Knowledge Area
Introduction
The PMBOK Project Risk Management Processes
11.1 Plan Risk Management
11.1.1 Plan Risk Management: Inputs
11.1.2 Plan Risk Management: Tools and Techniques
11.1.3 Plan Risk Management: Outputs
11.2 Identify Risks
11.2.1 Identify Risks: Inputs
11.2.2 Identify Risks: Tools and Techniques
11.2.3 Identify Risks: Outputs
11.3 Perform Qualitative Risk Analysis
11.3.1 Perform Qualitative Risk Analysis: Inputs
11.3.2 Perform Qualitative Risk Analysis: Tools and Techniques
11.3.3 Perform Qualitative Risk Analysis: Outputs
11.4 Perform Quantitative Risk Analysis
11.4.1 Perform Quantitative Risk Analysis: Inputs
11.4.2 Perform Quantitative Risk Analysis: Tools and Techniques
11.4.3 Perform Quantitative Risk Analysis: Outputs
11.5 Plan Risk Response
11.5.1 Plan Risk Responses: Inputs
11.5.2 Plan Risk Responses: Tools and Techniques
11.5.3 Plan Risk Responses: Outputs
11.6 Control Risks
11.6.1 Control Risks: Inputs
11.6.2 Control Risks: Tools and Techniques
11.6.3 Control Risks: Outputs
Summary
Other Free Resources
References
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Preface
Every project involves risks and every project needs to have a management strategy for
dealing with the threats and opportunities represented by each risk.
This eBook explains the key issues and concepts involved in effective risk management in
a clear and accessible way, providing a comprehensive approach that is applicable to all
sizes of project, whether requiring detailed, quantitative analysis or a rougher approach
using only qualitative analysis.
You will learn:
How to develop a risk management plan that will protect the project
The Free Management eBooks Project Skills series are structured around the ten key
knowledge areas of project management detailed in the Project Management Institute,
A Guide to the Project Management Body of Knowledge, (PMBOK Guide)Fifth Edition, Project Management Institute Inc., 2013. ISBN-13: 978-1935589679.
The eBooks in this series follow the structure of the PMBOK Guide because it represents a tried and tested framework. We have tried to ensure full alignment of our eBooks
with the Guide by using the numbering convention as well as the naming convention.
If you need more detailed explanation of a particular subject then you can simply refer
to the related chapter and paragraph number in the PMBOK Guide. Remember, many
of the generic project management methodologies available refer to the PMBOK Guide
as a basic framework.
A knowledge of the PMBOK processes will go a long way towards giving you an understanding of almost any project management methodology that your organization may
use.
Project Phase
Key Deliverables
Risk Register
Introduction
What a project manager needs to know is what is the likelihood a risk will occur and if it
does what will it impact as this affects the project plan.
Project Scope
May
occur
what is the
effect on
Risk
Project Schedule
Project Cost
Project Quality
a future
event that
May not
happen
What is certain is that if the risk happens in the future it will have an effect on project
scope, schedule, cost, or quality. It may have one or more causes and, if it occurs, it may
have one or more impacts. All project activities carry some element of risk, which are
uncertainties about them that could affect the project for better or worse.
The important distinction that must be understood is the difference between business
risks and project risks. Business risks are more general and relate to the organization,
whereas project risks relate specifically to the project objectives.
Business risk implies uncertainty in profits or danger of loss and the events that
could pose a risk due to some unforeseen events in future, which causes business
to fail. (Wikipedia)
For example,
Project scopeto build the stadium to the agreed specification within an
agreed timescale and budget.
Project Riskthat the building costs may be higher than expected because of an increase in materials or labor costs.
Business Riskeven if the stadium is constructed on time and within
budget that it will not make money for the business. This could be because of lower than expected ticket sales or higher than expected maintenance costs. These risks exist outside of the scope of the project.
Risks are caused by a requirement, assumption, constraint, or condition that creates the
possibility of negative or positive outcomes.
Requirements, Assumptions,
Constraints or Conditions can cause
Risks
potential positive or negative
outcomes
The PMBOK Guide advises that risks include both threats and opportunities that project managers must assess.
Opportunities have uncertainty associated with them, but they should be grasped,
and action taken to ensure that they are realized.
Threats have potentially negative impacts that the project management team
should strive to mitigate.
Organizations and stakeholders are willing to accept varying degrees of risk. This is called
risk tolerance. Risks that are threats to the project may be accepted if they are in balance
with the rewards that may be gained from taking them. For example,
Using unproven productivity-boosting software is a risk taken in the expectation that the work will be completed more quickly and with fewer resources.
The risk of the software not performing as advertised would need to be considered as
part of the risk assessment.
All organizations have a risk tolerance that is affected by their legal status and their
culture. For instance, a pension fund is likely to be more risk averse than a small start up
company. In all cases, attitudes to risk are driven by perception, tolerances, and other
biases, which should be made explicit wherever possible.
Risk Tolerance
Balance of: Risk vs Reward
Affected by:
Organizational Culture
Legal Status
Perceptions
Attitudes & Biases
at all levels to actively identify and pursue effective risk management during the life of
the project. Communication about risk and its handling should be open and honest.
Risk exists the moment a project is conceived. Moving forward on a project without a
proactive focus on risk management increases the impact that a realized risk can have
on the project and can potentially lead to project failure. The remainder of this eBook
focuses on explaining the processes of project risk management knowledge area.
Analytical Techniques
Project Charter
Expert Judgment
Stakeholder Register
Meetings
Outputs
Project
Charter
Enterprise
Environmental
Factors
Project
Management
Plan
Organizational
Process
Assets
Scope Statement defines the scope of the project, which will have a direct bearing
on the type and amount of risk that is likely to be encountered. It provides a clear
definition of such risk areas.
The Cost Management Plan defines how risk in terms of budgets, contingencies,
and management reserves will be reported and accessed.
The Schedule Management Plan includes information about activities and their
timing including aspects such as internal and external constraints that will help
identify risk areas.
The Communications Management Plan includes information on all key stakeholders and in particular their concerns for specific risks, and hence, how such communications should be handled.
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Analytical Techniques
Expert Judgment
Meetings
Plan Risk
Management
Tools
Project stakeholders
Senior management
11.1.2.3 Meetings
These involve people who are responsible for risk management including the project manager, the project sponsor, selected project team members, selected stakeholders, anyone
with responsibility for any of the risk management processes, and others as needed.
11
Collective decision-making is very important area of project management that the PMBOK does not go into any detail about but which can make or break this part of the
project. Almost all of the processes that form part of project risk management will involve meetings between the project manager, the team and other stakeholders in order
to make decisions about the activity definitions and associated estimates.
How well these meetings are conducted will have a major impact on how smoothly the
project runs. To learn more about making your meetings effective and efficient download
the free resources on http://www.free-management-ebooks.com/skills-meeting.htm.
These free eBooks, checklists and templates cover all aspects of meetings including how
to set an agenda that will ensure that the meeting achieves its aims and how to chair a
meeting so that it is as productive as possible.
Methodology
Budgeting
Timing
Risk categories
Reporting Formats
Tracking
Methodology
Defines the approaches, tools, and data sources that may be used to perform risk management on the project.
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Risk Level 1
Risk Level 2
Risk Level 3
Price
Market
External
Project
Ohio
Move to Apps
Compliance
New Entrant
Ops
Capacity
Skills
Internal
IT
Software
Reliability
Delivery
Service
Quality
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This provides a structure that ensures a comprehensive process of systematically identifying risks to a consistent level of detail. An organization can use a previously prepared
categorization framework, which might take the form of a simple list of categories or
might be structured into a Risk Breakdown Structure (RBS) as shown in the diagram
above.
This is a hierarchically organized depiction of the identified project risks arranged by risk
category and subcategory that identifies the various areas and causes of potential risks.
Definitions of Risk Probability and Impact
This ensures that all stakeholders have a common understanding of these definitions.
For example,
If the probability of a risk can be described as low, medium or high, what do
these categories actually mean?
Similarly, what effect would a high impact event have on the project in practical terms?
How much would it add to the costs? Could anything be done to mitigate it?
Risk Impact Scales for Project OhioMajor Objectives
Major
Objective
<5%
10%
20%
40%
60%
85%
Scope
Minimal
Minor
areas
Major
areas
Unacceptable
to Sponsor
Quality
Very Minor
Minimal
Specific
Need OK of
Sponsor
Sponsor
Reject
Project
ended
Time
None
Trivial
<8% rise
15% rise
25% rise
>30%
Cost
<1%
< 8%
15-20%
40-50%
55-65%
>70%
Project abandoned
The table above is an example of definitions that could be used in evaluating risk impacts
related to scope, quality, time and cost. By using pre-defined definitions in this way, the
project management team ensures that everyone involved is talking the same language
when it comes to risk.
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Negligible-1
Minor-2
Moderate-3
Significant-4
Severe-5
>81%
Low Risk
Moderate
Risk
High Risk
Extreme Risk
Extreme Risk
61-80%
Minimal Risk
Low Risk
Moderate
Risk
High Risk
Extreme Risk
41-60%
Minimal Risk
Low Risk
Moderate
Risk
High Risk
High Risk
21-40%
Minimal Risk
Low Risk
Low Risk
Moderate Risk
High Risk
<20%
Minimal Risk
Minimal
Risk
Low Risk
Moderate Risk
High Risk
The specific combinations of probability and impact that lead to a risk being rated as
extreme, high, moderate, low or minimal importance, with the corresponding importance for planning responses to the risk, are usually set by the organization.
Revised Stakeholder Risk Tolerances
If there is a need to revise stakeholder risk tolerances then these should be documented
here.
Reporting Formats
This part of the plan describes how the outcomes of the risk management processes will
be documented, analyzed, and communicated. It describes the content and format of the
risk register as well as any other risk reports required.
Tracking
This part of the plan describes how risk activities will be recorded for the benefit of the
current project, as well as for future needs and lessons learned, as well as whether and
how risk management processes will be audited.
15
Documentation Reviews
Checklist Analysis
Assumptions Analysis
Diagramming Techniques
Scope Baseline
SWOT Analysis
Expert Judgment
Outputs
Risk Register
16
17
organization charts, and the staffing management plan, which form a key input to identify risk process.
11.2.1.6 Scope Baseline
The scope of the project in terms of the products to be created and the activities required
will be a source of risks to the project.
11.2.1.7 Activity Cost Estimates
These are useful in identifying risk as they provide a quantitative assessment of the likely
cost to complete scheduled activities. Reviewing these may indicate that the estimate is
insufficient to complete the activity and hence poses a risk to the project.
11.2.1.8 Activity Duration Estimates
These provide a quantitative assessment of the likely time to complete scheduled activities. Reviewing these may indicate that the estimate is insufficient to complete the activity and hence poses a risk to the project.
11.2.1.9 Stakeholder Register
This lists all of the project stakeholders as well as describing and classifying them. This
information will be useful in soliciting inputs for identifying risk, as it will ensure that key
stakeholders participate in the process
Assumptions Log
Work Performance Reports
11.2.1.10
Project
Documents
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19
Expert Interviews
Brainstorming workshops
Inaccuracy
Instability
Inconsistency OR
Incompleteness of assumptions.
The purpose of this tool is to challenge such assumptions and determine what risks may
arise from them.
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Ishikawa
Cause &
Effect
Fishbone
Risk
Diagramming
Techniques
Flow Charts
Flow charts can also be used to show how various elements of a system interrelate, and
the mechanism of causation, as can influence diagrams, which show causal influences,
time ordering of events, and other relationships among variables and outcomes.
11.2.2.6 SWOT Analysis
This technique looks at the project from the perspective of its internal strengths and
weaknesses as well as external opportunities, and threats. SWOT analysis is a useful
approach to risk assessment and you can learn more about this technique from our free
online library http://www.free-management-ebooks.com/dldebk/dlst-swot.htm.
11.2.2.7 Expert Judgment
Risks can be identified directly by experts with relevant experience of similar projects
or business areas. Such experts should be identified by the project manager and invited
to consider all aspects of the project and suggest possible risks based on their previous
experience and areas of expertise.
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Risk Register
may be used to
update RBS
List of ALL
Risks
their root
cause
category
&
responses
Because of risk is an ongoing activity, the risk register will be updated continuously
throughout the life of the project and it is a key tool to aid in the management of risks
within a project. The risk register ultimately contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type
of information contained in the risk register over time.
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Scope Baseline
Risk Register
Outputs
Project Documents
Updates
23
Elements of Risk
Management Plan
Roles &
Responsibilities
Budget
Risk Mgmt
Activity
Schedule
Definition Risk
Categories
Definition of
Probability &
Impact
Probability &
Impact Matrix
Stakeholder
Risk Tolerances
The key elements of this plan used in this process are roles and responsibilities for conducting risk management, budget, schedule for risk management activities, definition of
risk categories, definition of risk probability and impact, probability and impact matrix,
and stakeholders risk tolerances.
11.3.1.2 Scope Baseline
The scope of the project will have a direct bearing on the type and amount of risk that
is likely to be encountered. In general terms, certain types of project are associated with
certain types of risk.
For example,
Construction projects the risks would include such things like, planning
permissions, weather, health and safety legislation, and labor union issues.
IT project risks tend to be concerned with whether development software
will perform as advertised and with compatibility issues.
Projects of a common or recurrent type tend to have well understood risks, whereas
those breaking new ground tend to have more uncertainty.
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Amount of
Risk
Type of
Risk
Scope of
Project
has direct
bearing on
25
Risk
Probability
likelihood each risk
will occur
Risk
Impact
looks at potential
effect on schedule,
cost, quality or
performance
Both the likelihood and impact are given a score according to the definitions given in
the risk management plan and these can be considered together to provide a risk score.
Risks with a high score will be given high priority while those with a low score will be
included on a watch list for future monitoring.
11.3.2.2 Probability and Impact Matrix
Evaluation of each risks importance and, hence, priority for attention can be done using
a probability and impact matrix as shown.
Probability & Impact Matrix
Probability
Threats
Opportunities
0.90
0.05
0.18
0.54
0.72
0.72
0.54
0.18
0.05
0.75
0.04
0.15
0.45
0.60
0.60
0.45
0.15
0.04
0.50
0.03
0.10
0.30
0.40
0.40
0.30
0.10
0.03
0.25
0.01
0.05
0.15
0.20
0.20
0.15
0.05
0.01
0.10
0.01
0.02
0.06
0.08
0.08
0.06
0.02
0.01
Impact
0.05
0.20
0.60
0.80
0.80
0.60
0.20
0.05
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This specifies combinations of probability and impact that lead to rating the risks as low,
moderate, or high priority. The type of management response should be:
Threats
High-risk (shown in dark gray boxes) are priority and need a hard line response.
Low-risk (mid-gray boxes) need to have a contingency made for them & monitored
Opportunities
Dark gray boxes show ones to pursue first as they offer the most benefit & are
more easily achieved.
Mid-gray boxes indicate the ones to be monitored.
It is possible to rate a risk separately for cost, time, scope and quality. In addition, it can
develop ways to determine one overall rating for each risk. An overall rating scheme can be
developed to reflect the organizations preference for one objective over another and using
those preferences to develop a weighting of the risks that are assessed by objective.
11.3.2.3 Risk Data Quality Assessment
This involves examining how well the risk is understood and the accuracy, quality, reliability, and integrity of the data regarding it. If data quality is unacceptable, it may be
necessary to gather higher-quality data.
11.3.2.4 Risk Categorization
The risk breakdown structure (RBS) is the normal way to help structure and organize all
identified risks into appropriate categories, and these will assist in determining which
aspects of the project have the highest degree of uncertainty.
11.3.2.5 Risk Urgency Assessment
Risks that are likely to occur in the immediate future require more urgent attention than
those that may occur later on in the project. Indicators of priority should include the time
required to affect a risk response. In some qualitative analyses the assessment of risk urgency can be combined with the risk ranking determined from the probability and impact
matrix to give a final risk severity rating.
11.3.2.6 Expert Judgment
This would relate to experience of the probability and impact of typical risks for projects
of this type and could come from anyone with relevant experience.
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Perform
Qualitative
Risk Analysis
Output
Project
Document
Updates
Relative ranking or priority list of project risksthe probability and impact matrix
can be used to classify risks according to their individual significance. Risks may
be listed by priority separately for schedule, cost, and performance since organizations may value one objective over another. The project manager can then use
the prioritized list of risks to focus attention on those items of high significance to
the most important objectives.
List of risks requiring response in the near-termincludes those risks that require
an urgent response and those that can be handled at a later date may be put into
different groups.
List of risks for additional analysis and responsesome risks might warrant more
analysis, including Quantitative Risk Analysis, as well as response action.
Watch lists of low-priority risksthose that are not assessed as important in this
process can be placed on a watch list for continued monitoring.
Trends in the analysis resultsas this process is iterative, trends for particular
types of risk may become apparent. This information can be fed back into the risk
management process.
28
Expert Judgment
Outputs
Project Documents
Updates
Risk Register
Enterprise Environmental Factors
Organizational Process Assets
29
30
Sensitivity Analysisthis involves analyzing the project to determine how sensitive is to particular risks by analyzing the impact and severity of each risk.
31
Outcome 1
Event A
Event C
Outcome 2
Outcome 3
Decision 1
Outcome 4
Event B
Decision 2
Outcome 5
Tornado Diagramsthese are named because of their funnel shaped and portray
graphically the project sensitivity to cost or other factors. Each tornado diagram
will represent the impact of risks in terms of particular aspects. These aspects
may be the stages of phases of all project, and are ranked vertically and represented by a horizontal bar showing plus or minus cost impacts.
32
Rather than ask each expert for a single value for each, the project manager would normally encourage each experts to provide an optimistic, pessimistic and realistic probability and impact value for each risk.
11.4.3.1
Quantitative Risk
Report details:
Quantitative Approaches
Quantitative Outputs
Quantitative
Recommendations
The risk register is further updated to include a quantitative risk report detailing quantitative approaches, outputs, and recommendations. Updates include the following:
Probabilistic analysis of the project. Estimates are made of potential project schedule and cost outcomes listing the possible completion dates and costs with their
associated confidence levels. This output, often expressed as a cumulative distribution, can be used with stakeholder risk tolerances to permit quantification of
the cost and time contingency reserves.
33
Probability of achieving cost and time objectives. With the risks facing the project,
the probability of achieving project objectives under the current plan can be estimated using quantitative risk analysis results.
Prioritized list of quantified risks. This list of risks includes those that pose the greatest threat or present the greatest opportunity to the project. These include the risks
that may have the greatest effect on cost contingency and those that are most
likely to influence the critical path. These risks may be identified, in some cases,
through a tornado diagram generated as a result of the simulation analyses.
Trends in the analysis results. As this process is iterative, trends for particular types
of risk may become apparent. This information can be fed back into the risk management process.
Outputs
Risk Register
34
Plan Risk
Response
Inputs
Risk Mgmt
Plan
Risk
Register
Negative
Risks or
Threats
Positive
Risks or
Opportunities
Contingent
Response
35
Avoid
Transfer
Mitigate
Accept
36
Exploit
Share
Enhance
Accept
1. Exploitexamples of directly exploiting responses include assigning an organizations most talented resources to the project to reduce the time to completion or
to provide lower cost than originally planned.
2. Sharesharing a positive risk involves allocating some or all of the ownership of
the opportunity to a third party who is best able to capture the opportunity for the
benefit of the project. Examples of sharing actions include forming risk-sharing :
Partnerships,
Teams,
Special-purpose companies, or
Joint ventures (JVs).
These can be established with the express purpose of taking advantage of the
opportunity so that all parties gain from their actions.
3. Enhanceexamples of enhancing opportunities include adding more resources to
an activity to finish early.
4. Acceptaccepting an opportunity is being willing to take advantage of it if it
comes along, but not actively pursuing it.
11.5.2.3 Contingent Response Strategies
These are strategies designed to manage the outcome either to reduce a threat or maximize an opportunity. For example, if there were a risk of the project falling behind schedule then a contingent response strategy would be to assign extra resources to it.
37
is a Response Plan
that is only executed under
certain predefined conditions
and where sufficient warning
exists to implement the plan
This could be planned for but would not need to be done unless the risk materialized.
In other words, it is a response plan that will only be executed under certain predefined
conditions if there is sufficient warning to implement it.
11.5.2.4 Expert Judgment
Any group or person with specialized education, knowledge, skill, experience, or training
in establishing risk responses may provide expertise.
Project
Document
Updates
Plan Risk
Responses
Outputs
Project
Management
Plan Updates
38
Outputs
Risk Reassessment
Work Performance
Information
Risk Register
Risk Audits
Change Requests
Technical Performance
Measurement
Reserve Analysis
Organizational Process
Assets Updates
Meetings
39
Project
Management Plan
Risk Register
Control Risks
Inputs
Work Performance
Data
Work Performance
Reports
40
Risk
Reassessment
Meetings
Risk Audits
Control
Risks
Techniques
Reserve
Analysis
Variance &
Trend Analysis
Technical
Performance
Measurement
41
Deviation
from the
Baseline Plan
Threats
may indicate
the potential
impact of
Opportunities
This can predict the degree of success in achieving the technical aims of the project.
11.6.2.5 Reserve Analysis
This compares the contingency reserves remaining to the amount of risk remaining at
any time in the project in order to determine if the remaining reserve is adequate.
11.6.2.6 Meetings
Project risk should be openly discussed at periodic status meetings so that project staff
can contribute to risk identification and management.
Control Risks
Outputs
Organizational
Process Assets
Updates
Work
Performance
Information
Project Document
Updates
Change Requests
Project Management
Plan Updates
42
The latter are responses that were not initially planned, but are required to deal with
emerging risks that were previously unidentified or accepted passively.
11.6.3.3 Project Management Plan Updates
If the approved change requests have an effect on the risk management processes, the
corresponding component documents of the project management plan are revised and
reissued to reflect the approved changes.
11.6.3.4 Project Document Updates
This covers any other documentation that includes or reflects the management of risk
such as logs or registers. The risk register will be updated to take account of any risk
reassessments, risk audits, and periodic risk reviews. These outcomes may include identification of new risk events, updates to probability, impact, priority, or ownership. If certain risks are no longer applicable then any associated reserves can be released.
11.6.3.5 Organizational Process Assets Updates
These include templates for the:
43
Summary
Risk plays a significant part in the planning of any project that requires a commitment
of time and resources. A project manager should have a clear understanding of the risk
tolerance of the project and organization from the outset.
Risk managements sole purpose is to increase the probability and impact of positive events, whilst decreasing the impact and probability of threats or adverse. This is
achieved by thoroughly researching and defining any assumptions, conditions or constraints associated with the project requirements and objective. It is not concerned with
general business risks those are the responsibility of the organizations executive.
The six processes of this knowledge area are:
Identify Risksdetermine and document the risks along with their characteristics that may affect the project.
Perform Quantitative Risk Analysisanalyze the effect of identified risks on overall project objectives numerically.
Plan Risk Responsesdevelop options and actions that will enhance opportunities and reduce threats to project objectives.
Monitor and Control Risksis the process that implements the risk response
plans responsible for tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the lifecycle
of the project.
The depth of understanding a project manager has of his or her stakeholders degree risk
tolerance is essential to the smooth management of the project. Their perceptions, culture and environment play a significant part if forming their attitude towards risk.
44
This knowledge will enable the project manager to reassure and inform each stakeholder
appropriately through project communications. Success depends on all levels involved
with the project actively identifying and pursuing effective risk management throughout
the project lifecycle.
If you want to know more about project management the eBooks in this skill set available
from http://www.free-management-ebooks.com/skills-project.htm are:
Process Groups
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Communications Management
Risk Management
Procurement Management
Stakeholder Management
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Snijders, P., Wuttke, T. & Zandhuis, A. (2013) 5th Edition. A pocket companion to PMIs
PMBOK Guide. Van Haren Publishing.
Lock, D. (2007). 9th Edition. Project Management, MPG Books Ltd.
Billingham, V. (2008) 3rd Edition. Project management: how to plan & deliver a successful
project (studymates), The Project Management Excellence Centre Inc.
Project Management Institute Global Standard (2008) 4th Edition A guide to the project
management body of knowledge (PMBOK Guide), Project Management Institute.
Kerzner, H. Ph.D. (2009). 10th Edition. Project Managementa systems approach to planning, scheduling & controlling. John Wiley & Sons Inc.
Larson, E.W. & Gray, C.F. (2010) 5th Edition Project management: the managerial process,
McGraw-Hill Higher Ed.
Lock, D. (2007). 3rd Edition. The Essential Project Management. Gower Publishing Ltd.
Knapp, B.W. (2010) Essential project management templates, The Project Management
Excellence Centre Inc.
Newton, R. (2007). Project Management step by stephow to plan & manage a highly successful project. Pearson Business.
Dr Maylor, H. (2010) 4th Edition. Project Management (with MS Project CDRom). Prentice
Hill, Financial Times.
Shenhar, A.J. & Dvir, D. (2007). Reinventing Project Management: the diamond approach to
successful growth & innovation. Pearson Business.
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